【正文】 犯同樣的錯(cuò)誤。陳軍向彼得道謙時(shí)，盡力微笑著說話以顯示禮貌和誠意，而對(duì)于彼得來說，這種情況下微笑是不尊重的表硯，也是缺乏誠意的表現(xiàn)。不同文化對(duì)于微笑的理解是不同的。 Do you think it is reasonable that Peter became so angry with Jun Chen? Why?處理不當(dāng)，很可能帶來意想不到的結(jié)果……Case description: Peter is the general manager of an American pany in China. Recently, Jun Chen, one of the Chinese managers made a mistake at work that caused some difficulties that required a lot of effort to fix. Jun Chen was very upset about what had happened, and came to Peter’s office to make a formal apology. Jun Chen went into Peter’s office after being told to, smiling before he spoke. “Peter, I’ve been feeling very upset about the trouble I’ve caused for the pany. I’m here to apologize for my mistake. I’m terribly sorry about it and I want you to know that it will never happen again.” Jun Chen said, looking at Peter with the smile he had been wearing since he walked into the office. Peter found it hard to accept the apology. He looked at Jun Chen, and asked, “are you sure?” “Yes, I’m very sorry and I promise this won’t happen again,” Jun Chen said, with a smile even broader than before. “I’m sorry I just can’t take your apology. You don’t look sorry at all!” Peter said angrily. Jun Chen’s face turned very red. He did not in the least expect Peter to take it negatively. He was desperate to make himself understood. “Peter,” he managed to smile again, “trust me, no one can feel any more sorry than I do about it.” Peter was almost furious by now, “If you’re that sorry, how can you still smile?”Questions for discussion”第 頁case 4 怎樣理解微笑？微笑是友好的表示，理應(yīng)得到友好的回應(yīng)。In British culture on the price, the distance between the power is small. The specific work outside, between people is equal, the leader is in order to transport the work, in order to improve the performance, so Britain the manager looked. Traffic tools in order to improve the work efficiency is choose. Everyone has the freedom of choice, oneself choose what kind of car pany has nothing to do with others.文化溝通本案例中，如果英國經(jīng)理堅(jiān)持一意孤行，很容易引起泰國員工的集體反感，會(huì)有被架空的危險(xiǎn)。s emphasis on social life hierarchy, rely on hierarchy relationship. And in the pany and other social organizations, emphasizes formal organization structure, each level maintain certain ，在本案例中，最后泰國職員的解釋是，如果總經(jīng)理的用車降低水準(zhǔn)，公司所有職員的用車要整體降級(jí)，The general manager of the lower level fruit transport, the pany all staff transport to the whole downgraded,最終有些職員必須要騎自行車上班，而這是他們不愿也無法做到的。而在公司等社會(huì)機(jī)構(gòu)中，強(qiáng)調(diào)正式的組織結(jié)構(gòu)，各個(gè)等級(jí)保持一定的穩(wěn)定性。 Why did the management team say they could hardly e to work on bicycle?原因分析泰國是等級(jí)觀念很強(qiáng)的國家．泰國傳統(tǒng)文化價(jià)值觀的核心，如家長制、權(quán)威索拜，等級(jí)觀念等是人們?nèi)粘Ｐ袨樗J(rèn)的準(zhǔn)則，甚至是一種“生活方式”人們認(rèn)為社會(huì)等級(jí)制度時(shí)人有好處．所以不會(huì)向社會(huì)等級(jí)制度挑戰(zhàn)。 Why did the GM have difficulties in getting a Suzuki or Mini? Americans prefer direct language exchange, have what idea to say, but not to remain silent or avoidCase 3 A British General Manager in Thailand 英國總經(jīng)理在泰國一位英國總經(jīng)理來到泰國上任，到任之初，沒想到使用什么樣的車上班這個(gè)小問題給他帶來了不小的煩惱…….Case description:A British general manager upon arrival in Thailand refused to take his predecessor’s car. The Thai finance manager asked the new GM what type of Mercedes he would like, then, The GM asked for a Suzuki or a Mini, anything that could be handled easily in the congested traffic in Bangkok.Three weeks later the GM called the finance manger and asked about prospects for the delivery of his car. The Thai lost his reserve for a moment and exclaimed: “we can get you a new Mercedes by tomorrow, but Suzuki take much, much longer.” The GM asked him to see what he could do to speed up the process. After four weeks the GM asked to see the purchase order for the car. The purchasing department replied that, because it would take so long to get a small car, they had decided to order a Mercedes.The GM’s patience had run out. At the first management meeting he brought the issue up and asked for an explanation. Somewhat shyly, the predominantly Thai management team explained that they could hardly e to work on bicycle.Questions: Want to be clear about the Japanese way of munication more tactful indirectly, to the harmony of collective they usually don39。而蘇奇木拓先生也應(yīng)該了解美國時(shí)個(gè)人的重視，公開表揚(yáng)個(gè)人是對(duì)他能力的認(rèn)可；美國人更喜歡直接的語言交流，有什么想法要說出來，而不是要保持沉默或是回避Both sides should understand the culture for each other, should be clear that two kinds of culture on personal different views and different way of munication. Don39。文化溝通雙方應(yīng)該對(duì)彼此的文化有所了解，應(yīng)該清楚兩種文化對(duì)個(gè)人的不同看法和不同的交流方式．不要總是從自己的出發(fā)點(diǎn)看問題。而美國屬于”低語境”國家，習(xí)慣直接的語言交流方式，. And the United States belongs to low context countries, used to direct language munication當(dāng)蘇奇木拓先生顯得不安時(shí)，球斯先生卻說“你打算說謝謝呢，還是要選擇沉默？”。這一交際失致和日美兩國交流方式不同有很大關(guān)系。t tend to outstanding individual performan